• Led a Sales Operations, Inside Sales, and Customer Service Team of up to 20, driving significant revenue in Federal, State, Local and International Sales

• Led a remote B2B sales team of up to 18 account managers, responsible for $300M+ in sales, charged with developing and growing 25k+ accounts remotely, utilized technology to engage customers and market all brands • Grew year over year sales +10% in front half of 2020, +5% in 2018, +10% in back half 2017• Charged with developing a bench of future leaders for SBD, 9 team members promoted to new roles• Grew Direct Revenue +21% and Warehouse Revenue +9% to last year in the back half of 2017• Developed sales reporting and analytics tools and dashboards in Microsoft Power BI and Salesforce.com, improving team productivity and providing more actionable customer insight • Increased effectiveness of Salesforce PARDOT email communication utilizing A/B Testing, increasing Average Open Rates from 30% to 38%, leading to new business and revenue growth

• Led marketing for a $100M+ Service Division supporting DEWALT, Stanley, Bostitch, Porter Cable and Black and Decker brands• Responsible for developing programs, pricing, point of purchase marketing materials, competitive analysis and providing marketing leadership to enable profitable sales growth• Developed Repair Conversion Program; delivered $4.3M in revenue, converted 20k+ tools to newest platform• Grew End User/Industrial Distribution Trade Up program 500%, resulting in $5.5M in incremental revenue• Executed 5 service parts price increases averaging 5%, delivering incremental margin to the division• Managed integration of Bostitch brand, executed roll out to 77 locations, executed 7.5% price increase, business resulted in additional $4.4M incremental revenue• Developed hand tool and repair add on promotion resulting in $1.5M incremental sales

• Directed daily plant operations of national re-manufacturing, repair, returns and parts center • Executed Parts Distribution Center relocation, reduced footprint by 40%+ and delivered $370k in annual savings • Reduced Average Repair Cycle Time by 16% from 2008 to 2009 while completing over 104k tool repairs• Administered all HR functions, including recruitment, training, performance measurement and appraisal• Maintained all safety and environmental programs for government and corporate compliance

• Responsible for product quality control, quality improvements, vendor quality and customer satisfaction• Responsible for maintaining ISO 9001:2000 certification and for the business productivity plan and projects• Maintained Stanley-Vidmar’s ISO certification through 3 external certification audits• Implemented project to completely change product packaging and process to reduce costs and improve product quality, successfully managed $60k capital equipment implementation and assembly process change

• Assisted in the development of the Global Customer Logistics Quality Strategy Program and Change Plan• Managed the regional implementation and maintenance of the GCL Quality Program• Led successful implementation of ISO 9001:2000 in the Americas Region to achieve Global Certification

• Developed/redesigned business requirements using Six Sigma tool sets and e-Business resources• Recommended improvements that automated processes through web-based applications• Implemented company-wide (150 locations) reporting and analysis tool on-time and under budget • Supported and managed deployment of application solutions to the field• Coordinated any development and implementation activity between IT, e-Business and Third-Party Vendors

• Supported Six Sigma quality projects; coached, trained and mentored Black Belts, led Green Belt Training• Successfully completed 2 Penske Logistics Europe projects on time and on budget while based in European Headquarters in the Netherlands for 2-month "deployment"• Led and facilitated Six Sigma projects; partnered with Quality Director to assess, validate and monitor projects

• Provided project management for Six Sigma activity within the business; uncovered and assessed Six Sigma opportunities, developed plans and resources required to implement• Institutionalized Six Sigma as a business priority; developed and conducted education as needed• Led 2 Workouts™, eliminated 10 sales reports and streamlined sales reporting/customer qualification process

Assistant Operations Officer (Captain)• Principle assistant to the Battalion Operations Officer in directing the plans, operations and training of a Mechanized Infantry Battalion consisting of over 730 soldiers and 210 tactical and combat vehicles• Responsible for managing collective training for battalion to include scheduling, providing resources and evaluation of all training events, and preparation of near, short and long-term training plans with $2.3M budget• Cut 2 days off deployment preparation schedule while serving as Battalion Deployment Officer, readying over 1100 soldiers and 17 pallets of equipment for deployment to KuwaitBattalion Maintenance Officer (First Lieutenant) • Responsible for maintenance/servicing of 210+ tracked and wheeled vehicles in a Mechanized Infantry Battalion• Supervised 1 officer, 31 non-commissioned officers and 75 enlisted soldiers• Responsible for an annual repair parts budget in excess of $1.2M• Achieved highest operational readiness rate in the Army during vehicle turn-in at the National Training Center Executive Officer (First Lieutenant) • Second in command of a M1A1 Tank Company; responsible for maintenance and logistical support for 14 M1A1 Main Battle Tanks, 3 Personnel Carriers, 4 Tactical Wheeled Vehicles and related equipment worth $31M+• Recognized by the Battalion Commander as the best of 5 executive officersPlatoon Leader (Second Lieutenant) • Responsible for training, welfare and discipline of a M1A1 Tank Platoon; trained and led 18 soldiers• Operated, maintained and accounted for 5 M1A1 tanks and related equipment worth in excess of $12 million